Hui Mlama Learning Center

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Hui MälamaLearning Center

• Staff Retreat
• October 17, 1995

Facilitator Tom Mitrano Bank of Hawaii
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RETREAT OBJECTIVES

• Reaffirm our mission and vision.
• Begin short- and long-term strategic plans.
• Learn about and use Assets Planning principles,
  especially the outcomes-based planning elements
  of Assets Planning.
• Identify some next steps we can take to turn our
  plans into improved results.

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TODAYS AGENDA

• Review scrapbooks
• Outcomes planning
• Develop plans
• Lunch
• Continue planning
• Review plans, mission, vision
• Next steps

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Deficits Community Map
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THE DEFICITS MODEL

• Problems pathologies
• Expense-control orientation
• Emphasize containment
• Fractionalized impersonal silo mentality
• Reactive short-term fix frenzy
• Linear serial hierarchical bureaucratic
• Deficiencies scarcities failures negatives
• Inputs-Driven Its enough to be busy
• Quality conform to product specifications

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ESCAPE THE RESCUE TRIANGLE
Eric Berne, Games People Play, Grove Press, 1964.
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GET OUTSIDE THE BOX
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ASSETS COMMUNITY MAP
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THE ASSETS MODEL

• Focus on people and relationships
• Assets skills strengths values resources
• Balance sheet orientation (investments,
  increasing community wealth, health, happiness)
• Outcomes evaluations, budgeting
• Anticipatory long-term solutions
• Leveraged parallel distributed
• Long term positive identify opportunities
• Achievements, accomplishments, outcomes-driven
• Quality conform to customer expectations

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THE TRI-P-P-P-LEBURGER
Assets-PlanningMind-Set
VALUES
COMMUNITIES
STRENGTHS
Measurable Outcomes
Leveraged Strategies
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VALUES

• What keeps us together
• Our mission, vision, culture, values
• Where we draw a line in the sand
• The more we are in alignment here, the stronger
  we are

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COMMUNITY

• Where people gather and succeed
• How we relate to ourselves and others
• The magnetic fields that bind us in successful
  relationships
• The relationships where we find achievement,
  health, happiness, . . .
• May be geographic, social, cultural, artistic,
  chronological, . . .

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COMMUNITY INSTITUTIONS
Long-Term -- Quality
Senior
PLAN
Middle
DIRECT
Lower
OPERATE
Products-Services
Short-Term -- Quantity
CUSTOMERS
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Every Institution Has
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The Real Community Map
CITIZENS
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Community Building Blocks
CITIZENS
Associations
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ASSOCIATION RULES

• CITIZENS decide they have the power to decide
  what is a problem
• CITIZENS decide they have the power to decide how
  to solve the problem
• CITIZENS decide that they will themselves become
  the key actors in implementing the solution

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Typical Deficits Relationship
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Capacity-Building Relationship
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Assets-Based Community Map
Capacities IN the community, we control
Capacities OUTSIDE
Capacities IN the community, we DONT control
We DONT control
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Finding Capacities
Inventory all special gifts of INDIVIDUALS
Inventory gifts of ASSOCIATIONS
Enlist all gifts ofINSTITUTIONS
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Strengths

• Others strengths
• The ultimate outcomes of our endeavors
• The differences we make in others and ourselves
• How we add value
• How Hawaii, our students and their families are
  better off because of us

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MEASURABLE OUTCOMES

• Do we make a positive difference in ways that can
  be measured?
• Are we willing to be held accountable for meeting
  measurable objectives?
• Do our programs deliver the results we promised?

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DEFINITIONS

• Inputs necessary ingredients.
• Process what happens when ingredients come
  together.
• Outputs work produced, measured in work units.
• Outcomes impact of a service or intervention on
  the individual, family, or community.

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TEST YOURSELF

• Class size
• Number of courses offered
• Student/teacher ratio
• Job placements
• Referrals
• Center profitability
• Tuition collected

• Families graduated
• Supplies budget
• Pass/fail ratio
• Delinquency rate
• Completion rate
• Faculty smiles
• Faculty meetings
• Faculty turnover

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MORE DEFINITIONS

• Setting Standards Must be measurable, timely,
  accurate and meaningful statement of
  expectations.
• Measuring Performance Assessment process some
  form of data collection.
• Maintaining Standards Closing gap between
  promise and performance.

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MEASURING OUTCOMES
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POP QUIZ WORKSHEET
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ASSIGNMENT WORKSHEET
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LEVERAGED STRATEGIES

• How do we get many good results from using the
  same single resource?
• How do we increase value and decrease cost -- at
  the same time?
• How do we walk and chew gum at the same time?

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ASSETS PLANNING TEAMS

• Team Building
• Respect each other
• Have a common goal
• Take responsibility
• Listen and learn
• Remember
• YOUR CLIENTIS YOUR BEST COACH

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Designing A Collaborative

• Networking -- share information
• Coordinating -- alter own behavior
• Cooperating -- jointly alter own behavior
• Collaborating -- share risk and reward
• Betterment collaborative (top-down)
• Empowerment collaborative (bottom-up)

-- Arthur Himmelman
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WORKSHOP EVALUATION

• What did you like? What would you have omitted?
  Any recommendations for Tom?

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CLOSING CHECKLIST

• Are we better aligned on our mission and vision
  now?
• Are we better able to plan our future now?
• Can we use assets planning tools better?
• Do we have some next steps to achieve?